The path from where you are to where you're going.
You know where you want to take this business. I build the financial path to get you there: the route, the funding, and the milestones that tell you you're on track. The accounting rigor underneath is the ground it stands on, not the point of it.
From a feeling at month-end to a plan you can act on.
A plan tied to the vision
Where you're going, turned into a model, a funding path, and the moves to get there. Not last year, repeated.
Decision-ready numbers
Margins, cash, and unit economics you can steer by, so the next raise, channel, or hire is a decision instead of a guess.
Someone in the room
A senior partner at the table for the raise, the sale, or the lender. One who has built the numbers, not just read them.
A team that levels up
I build the function and develop the people you already have, so the capability stays when the engagement ends.
A path is only as good as the ground under it.
Before the strategy means anything, the numbers have to be true. Clean books, reconciliation that ties out, a close you can trust, and structure that holds up under a lender or a buyer. I treat that base as essential, because it is what makes the path buildable and progress measurable. But it is the foundation, never the headline.
A partner who has run the business, not just the books.
Most fractional CFOs come from pure finance. I have sat in the operator's chair, so I speak inventory, fulfillment, supply chain, and cash as fluently as the P&L. That bridge between operations and finance is where the real decisions get made, and it is why the plan holds up when it meets the warehouse and the bank.
Let's map the path.
A short call to talk through where you're headed and what is standing between you and it. No pitch, just a clear read on whether I can help.